Emotional Intelligence Of Transformational Leadership Analysis

It has come to notice that the theory of transformational leadership is relatively a primitive concept that did not emerge until the recent century. Nevertheless, the characteristics attributed to transformational leadership style have existed and come under

The scientific studies that were done examined the mental, physical and social characteristics of people, predominantly men. Most of these studies tried to find associations between individual traits and leadership effectiveness. During these studies, physical traits like mental skills, social skills, personality and even height were also studied. The conclusion that was eventually found from these studies was that was no universal trait that separated effective leaders versus non leaders, or the “Average Joe.”

Batool, B. F. (2013) Emotional Intelligence and Effective Leadership. Journal of Business Studies Quarterly, 4(3), 84-94. (Note: Available in the Strayer Library)

Belle Nicolai of Bocconi University, writing in the Journal of Public Administration Research & Theory, identifies four characteristics of transformational leaders:

Leadership is often defined as the process of “influencing the thinking and action of others with respect to achieving a goal” (Gaudine & Lamb, 2015, p. 2). This paper focuses on interactional theories, specifically transformational leadership, which involves the leader creating and providing a vision and influencing followers to achieve the goals, exhibiting enthusiasm and optimism (Gaudine & Lamb, 2015). To be an effective leader, one must exhibit a transformational leadership style. This includes being emotionally intelligent, having appropriate conflict resolution strategies and being able to respect diverse views. For this assignment, we conducted an interview with our former instructor, K.R., who we

In chapter three and four of Resilient Leaders, several concepts are discussed that describe other characteristics that are part of an effective leader. This paper discussed three concepts that include integrity, emotional courage, and wisdom.

150). After reviewing the qualities and characteristics of a transformational leader and the desired traits of a leader who is emotionally intelligent, it can be assumed, based on the studies done in both articles, that because Transformational leaders rely on their feelings to help convey a message, their success is due to their emotional intelligence (Lam & O’Higgins 2010; Satterlee 2013; Matthew & Gupta

The second article presented the study question that emotional intelligence is a prognosticator of transformational leadership style. The researchers also aimed to establish gender disparities between the two concepts. Closing, the researchers questioned the gender differences in the transformational leadership style and emotional intelligence scores of managers.

Transformational Leadership has always intrigued me. However, leadership does not necessarily be about styles. Leadership can reach many areas such as techniques in effective leadership, business leadership versus political leadership as well as leadership theoretical frameworks. Within this assignment, the student identifies three related peer-reviewed mixed-methods research articles using the university’s library about leadership. These sources involve actual conducted mixed-methods studies. Within each article, the student discusses the following elements:

Leadership can be interpreted in many different ways and styles. In the Unit discussions it is taught that the term leadership can be broken down into an array of different styles. These styles include: Power Model, Administrative Model, Transformative Model, Smaller Agency, Midsized Agency, Large-sized Agency, Homogenous Community, Heterogeneous Community, and Metropolitan Community. While going more in depth with the functions of these models, the Transformative Model correlates the best with this personal leadership portrait. Considering the tasks that public service workers are responsible for, the transformative model would be best suited for a leader in this field.

The author was given the task to explain emotional intelligence, and give two (2) example of the concept. Second, to examine, the concept of “emotional quotient” compared to traditional “intelligence quotient.” Third to suggest two to three (2-3) reasons why leaders’ need emotional intelligence to manage today’s workforce, as well as to speculate on at least two (2) possible consequences should a leader not possess emotional intelligence. Fourth, to explore the elements of emotional intelligence that leaders must be aware of to increase leadership effectiveness. Lastly, to recommend a strategy that the organization could undertake in order to improve the social skills of leaders within the organization and thereby

Emotional intelligence is an important characteristic in becoming a good leader. “Emotional intelligence is the ability to manage oneself and one's relationships in mature and constructive ways” (Kinicki & Kreitner, 2009, p.137).Being a good leader entails more than just being smart; leaders need to be able to connect to their employees emotionally and empathetically. Organizations today not only look for leaders with the skills, but leaders that can emotionally connect to employees to obtain the organization’s goal. “Leaders have always played a primordial emotional role. No doubt humankind’s original leaders-whether tribal chieftains or shamanesses-earned their place in large part because their leadership was

In today’s world, leaders are not defined by age, race or gender. They can be a high school basketball coach, the shift supervisor at the local coffee shop, or even the President of the United States of America. In as many ways that leaders can vary by appearance and responsibility, there is also a variance in the ways that they lead. This case study aims to compare three of the more popular theories of leadership. These leadership theories are situational leadership, trait theory and transformational leadership.

The findings show that emotional intelligence and transformational leadership can increase the performance of managers as well as their followers. The transformational leadership is based off leaders motivating employees to perform better in their organizations. The transformational leader is linked to traits such as charisma which is then linked to trust and compassion. Moreover, transformational leadership was linked with Big Five Personality Traits extraversion and agreeableness. In the study by Zafra, Martos and Garcia-Retamero (2012), they found that women have the traits of emotional repair and emotional clarity which were highly correlated with transformational leadership. Organizations recruiting more women for leadership positions could possibly benefit organizations. Moreover, the findings show that that transformational leaders can motivate their followers and may increase their commitment to an organization. The expectancy theory showed that leaders can motivate follower to increase performance if they were attracted to organizational goals (Caillier, 2014, p. 221). The attitude of the transformational leader has an importance in whether the performance of followers increases or decreases. Furthermore, the transformational leader is adept in working in culturally diverse work environments (Keung & Rockinson-Szapkiw, 2013).

Bass, B. M. & Avolio, B. (1990). _Transformational leadership development: Manual for the Multifactor Leadership Questionnaire_. Palo Alto, CA: Consulting Psychologist Press.